Similarities and Differences

Similarities
o
o
o
o
o
o
o

Nature of Organizations
o
o
o

o
o
Deming: very dogmatic and uncompromising; depends on facts, however,
not gospel
Crosby and Juran: resistance is normal and need not be an obstacle.
Depend on facts to unseat criticism.
Initial acceptance by management
o
o
o

Crosby and Deming: approach is holistic. Deming requires a radical shift
in values
Juran: can be done piecemeal in isolated parts of the organization
Ability to handle resistance
o

Deming: no roadmap is available; nowhere to start; no steps
Juran and Crosby: Very user friendly; prescriptive; obvious starting points
Ability to do piecemeal
o

Deming: Social Responsibility and moral conduct; the problems with
industry are problems with society
Juran: Focused on parts of the organization, not whole
Crosby: Organization-wide, team building approach
Implementation Processes
o
o

Quality requires a strong upper management commitment
Quality saves money
Responsibility is placed on managers, not workers
Quality is a never-ending process
Customer-orientation
Requires a shift in culture
Quality arises from reducing variance
Deming: a threat to most managers. Requires an admission of
incompetence.
Juran: since focus is largely on shop floor with support, managers are very
comfortable
Crosby: requires very little shift in view
of workers and managerial roles.
View of Workers
o
o
o
Deming: variance is largely unaffected by workers’ activities.
Organization exists in large part to develop and provide for workers.
Juran: workers are important because of being close to the activities
impacting quality.
Crosby: workers can be motivated to improve quality and not produce
defects.
Final Comments

No one pathway is ideal for a company.

Most companies create their own unique pathway

Many companies evolve from Crosby to Juran to
Deming
o

Each of the three hated each other.
o
o



The reason: Crosby is not definitive
about improvement methods; Juran
is not sufficiently comprehensive
Deming and Juran would hardly speak to one another, probably because of
egos and who got credit for saving Japan.
Deming and Juran agreed that Crosby
was a superficial charlatan; referred
to his organization as “The University
of Hot Air”
Deming’s approach is very, very difficult for
organizations to embrace; the changes required are
immense.
Deming’s approach is regarded as ideal by most
quality experts, if ever instituted properly.
No US company has yet to institute a
Deming system completely.
Table 1 - A comparison of Deming, Juran, and Crosby
W. Deming
J.M. Juran
P. Crosby
Basic orientation
toward quality
Technical
Process
Motivational
What is quality?
Nonfaulty systems
Fitness for use;
freedom from
trouble
Conformance to
requirements
Management
Management
Who is responsible Management
for quality?
Importance of
customer
requirements as
standard
Very important
Goal of quality
Meet/exceed customer Please customer;
needs; continuous
continuous
improvement
improvement
Continuous
improvement; zero
defects
Methods for
achieving quality
Statistical; constancy of
purpose; continual
improvement;
cooperation between
functions
Cost of quality;
quality trilogy:
planning, control,
improvement
14-point framework;
Chief elements of
implementation
14-point program
Breakthrough
projects; quality
council; quality
teams
14-step program;
cost of quality;
quality management
"maturity grid"
Role of training
Very important for
Very important for Very important for
managers and workers managers and
managers and
employees
employees
The W. Edwards
For additional
details, see web site: Deming Institute
Very important;
Very important
customers at each
step of product life
cycle
Juran Institute
Philip Crosby
Associates II
Table 2 - A comparison of Garvin, Felgenbaum, and Taguchi
D. Garvin
A.V. Felgenbaum
G. Taguchi
Basic orientation
toward quality
Strategic, academic Total, systemic
Technical, proactive
What is quality?
Competitive
opportunity
What customer
says it is
Customer's performance
requirements
Everyone
Engineers
Very important
Very important
Who is responsible Management
for quality?
Very important
Importance of
customer
requirements as
standard
Goal of quality
Pleasing customers; Meet customer
Meet customer
continuous
needs; continuous requirements; continuous
improvement
improvement
improvement
Methods for
achieving quality
Identifying quality Total quality
niches
control (TQC);
excellence-driven
rather than defectdriven
Chief elements of
implementation
Eight dimensions
of product quality:
performance,
features, reliability,
conformance,
durability,
serviceability,
aesthetics,
perceived quality
Statistical and
Statistical design of
engineering
experiments; quality teams
methods across the
company
Role of training
Important but not
clearly defined
Very important for Important but not defined
managers and
supervisors
For additional
details, see web
site:
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Statistical methods such as
Loss Function; eliminating
variations of design
characteristics and "noise"
through robust design and
processes
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